Integration

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PURPOSE

In October 2002 ISU Vice Provost for Extension Stanley Johnson appointed
a group of Extension staff and customers to provide guidance to the
organization as it approached its 100th year of providing service to Iowans
(2003). The Futuring Committee was charged with four specific areas of
inquiry. The Futuring Committee spent four months examining documents and
plans, gathering and reviewing input, and meeting to discuss and develop its
findings and recommendations.

KEY FINDINGS OF THE REPORT & RECOMMENDATIONS

Charge 1: Assess the environment in which Extension operates and the
major tendencies for change in this environment.

Iowa is becoming more diverse -- a trend that will accelerate in
the future.

Geographic delineation is only one basis from which to efficiently
initiate, develop, deliver, and administer effective Extension programming.

Future programs and services need not be organized around the existing
categories of agriculture, families, youth, business and communities, but
rather on issues and services that draw upon interdisciplinary and holistic
approaches to problem solving and program and service delivery.

In order for ISU Extension to fulfill its mission in an
information-based society, the expectation is not more information, but
targeted, usable information on customers' terms, not providers' terms.

Knowledge and information must play mediating roles to help build on
common interests and goals, particularly in light of the growing
heterogeneous interests and characteristics of Iowans.

Charge 2: Develop a vision for the future of the organization that is
consistent with the evolving environment, the vision and the mission of
Extension.

This vision is incorporated in the ISU Extension 2001-2005 Strategic
Plan and is stated most directly in the mission statement: Iowa State
University Extension builds partnerships and provides research-based
learning opportunities to improve the quality of life in Iowa. We believe in
quality, access, diversity, and accountability. We are dedicated to
engagement, entrepreneurship, and local presence.

The Kellogg Commission's seven-part test of engagement can be used to
help benchmark the mission: responsiveness, respect for partners, academic
neutrality, accessibility, integration, coordination, and resource
partnerships. The ISU Extension strategic plan offers similar
characteristics for an engaged institution.

If these attributes are communicated to the citizens of Iowa and
adhered to by ISU Extension, they provide a working vision for the
organization.

ISU Extension will play a meaningful and significant role for Iowa in
the future if Extension administration, faculty, and staff are conscientious
stewards of the public resources provided and are creative and
entrepreneurial in securing additional resources to further the mission.

Charge 3: Prepare a roadmap and guidelines for change that are
consistent with the evolving environment, the vision and the mission of
Extension.

The Futuring Committee organized its response to this charge around
six central themes.

Theme 1: Breadth of clientele and subject matter

Theme 2: Role and posture

Theme 3: Geographic presence, coverage, and input

Theme 4: Collaboration and relationship to other entities

Theme 5: Program delivery modes

Theme 6: Internal actions and accountability

Charge 4: Establish priorities for change based on the vision and
roadmap.

Nine action steps are listed to address one or more of the six themes
(above). There was consensus among Futuring Committee members for Action
Steps 1-6, but less than full committee consensus for Action Steps 7-9.

Action step 1: The Vice Provost for Extension should
work collaboratively with the Provost and President of ISU to develop a
long-term strategy to enable ISU Extension to utilize all colleges and
departments to provide service to Iowa and Iowans.

Action step 2: (a) Establish ongoing assessment of client needs
process that is fully open and forward looking. (b) Once needs have been
identified, they should be prioritized and resources acquired or reallocated
to support the delivery of programs and services to meet those needs.